Are Form Letters Good Form?

Posted on November 16, 2010 by Joyce

Months ago I had a bad experience when I patronized an organization for the first (and definitely last) time.  I saw my experience as a risk to the health and safety of future patrons who may encounter the same thing, and decided to speak up.  I called the department that handles complaints, which prompted a flurry of form letters.

According to the letters, my complaint has been taken “very seriously,” but if their letter was intended to assuage my fears and concerns, or if it was intended to leave me with a feeling that they really cared or had actually done anything, I have to say that it actually had the complete opposite effect, especially since they actually sent 3 different letters spaced out over the months, from 3 different people, with the same verbiage…and very clearly signed by the same person. Adding insult to injury, the letter from the “Associate Medical Director” that I just received invites me to let him know if I have any further concerns, but, noticeably, there is no mailing address, email, phone #, or other contact information within the content of the letter or on the letterhead it came on.  (Really???!!!)

I could go on and on about all the issues I see in their letters, but I think you get the idea – they didn’t listen, they didn’t care, they didn’t do anything other than generate a bunch of meaningless paper that only served to give the mail carrier something to deliver…and incite me further.  My response is to go higher up the foodchain, not because I didn’t get the response I wanted, but because I don’t believe I have been heard, and I believe my message is important.

While I completely appreciate the fact that people see form letters as a way to save time, generate good will, protect the organization, and offer a standard, there are very few circumstances where a form letter is appropriate, and many circumstances where form letters stand to do more harm than good.  This is particularly true in a situation where someone has complained or commented on substandard service.  I can’t tell you how many times I have turned yelling, screaming people into raving fans who generate great referrals, and it isn’t because I send form letters.  I listen, I let them know they have been heard, and I give them the respect they deserve.

Think you don’t have time for that?  Well… you can take that time with the person who calls, or you can take that time with the people higher up the food chain.  Which would you prefer?

P.S.  If, after reading this, you still insist on sending form letters, PLEASE have them proofread!  This organization didn’t even do that.

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Irate and Angry Customers

Posted on November 11, 2010 by

What would you do with an irate customer?

While I understand there are times when people have so much energy behind an issue they feel an immediate need to blow off steam, I also hold strongly to the belief that a professional is not a doormat.  So, I have a number of strategies for dealing with people who call in the heat of the moment, depending on the situation. Here are two of my favorites:

  1. Stay silent until they finish. When I use this strategy, I also stay silent for at least 10 seconds after they have finished, just to make sure they don’t have more to say. (The last thing I want to do is give them another reason to yell.) Often this results in a rather meek, “Hello? Are you there?” to which I respond, “Yes. Just wanted to make sure you were finished before I started talking.” and we take it from there.  What’s nice about this strategy is that there doesn’t have to be any awkward exchange regarding the yelling or boundaries.  We just move on as though nothing happened.  I’m most likely to use this in a situation where there is not likely to be a repeat of that behavior and where I am not in a hurry.
  2. Ask for their help in helping them or let them know I can’t solve the problem when they are yelling. Once I’ve done this, if they persist I say, “Hey, I want to work with you, and I need your help, bringing it down a few notches to start. Are you able to do that now or would it be better to handle it later?” If they still persist, then the stage is set for me to say, “Okay, it seems like maybe you would prefer to wait to solve this, is that correct? I’m happy to work with you on this now, and I need you to bring it down a few notches now if you want to solve this now. Otherwise, I’ll let you go and we can talk about it later.”  While this strategy may, at first, appear to be harsh, what I love about it is the fact that it gives the professional receiving the call a way to inspire the caller to regain self-control while preserving the professional’s boundaries.

I’m more likely to use the 2nd one in situations where there will be an ongoing relationship with the customer or where the person is so far past the boundary that I feel the need to train them how to respect me by respecting myself first.  I want them to know where the boundary lies for future reference so we don’t have repeats.

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Head or Heart in Business

Posted on November 4, 2010 by

Head and heart are on a continuum—the two go together, and it becomes very hard to function when someone attempts to rely upon one or the other almost exclusively. I have had conversations with people where they say something like, “This is BUSINESS!!” as if emotion had no place in business.

But when you really look at it, people buy emotionally and justify it logically. And just as they buy emotionally, so do they hire/fire/etc emotionally.… and justify it logically. I used to try to rely upon my head (having been trained in law), and eventually became so strong in logic that I could argue both sides to almost any issue—miserable for making decisions. It wasn’t until I re-introduced heart that I felt more capable and was able to make quicker decisions with confidence and consistency.

Heart also helps solve problems creatively, and  is not limited to the heart of individuals. In business, there are the hearts of the people, and there is also the heart of the business (i.e. culture, values, mission, etc). When people put their head above the heart of the business, that’s when problems seem to arise. “Agendas” start to come into play, leading to silos, gossip, etc. The use of head, though, is nice when it comes to the nitty gritty and focusing on that one thing (by which point people with a strong emphasis on heart are usually bored).

Overall, then, the most dependable people are the ones who use both head and heart capably, with, perhaps, a little more weight on heart for direction, maintaining trust and team, and the ability to use head for follow-through.

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The Power of Complaining


Posted on October 31, 2010 by

Regardless of whether I am the complainant or the recipient, I see complaints as a way to clearly define and solve problems. Knowing that problems well-defined are problems half-solved, I see complaints as a way forward, an opportunity.

That said, I also get that sometimes the process of moving forward includes venting, which I much prefer over having things build up. When I am the complainant, I do what I can to be clear on the problem and on who would be the best to solve it before approaching anyone. Then I frame it in a way that the other person is inspired to assist in solving it or giving me the clearance to solve it.

That said, I don’t always have a lot of time to prepare and get myself into the right space to hold that conversation beforehand. In those situations, I ask the person for permission to share what happened in order to put a problem into context so we can troubleshoot and solve the problem.

When I am the recipient, “complaints” are gold because they help me learn more about the person’s expectations and desires and their experience of what is happening. I ask questions to find out what the person is hoping to gain from the conversation and to find out more about the situation itself. That feedback is the “breakfast of champions,” and when I am willing to listen to it and act on it, the relationship I have with that person improves exponentially, to where that person becomes my best advocate and client or team member.

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Recognition and Appreciation

Posted on October 5, 2010 by

Thoughts on using recognition, appreciation, or awards to inspire others to compete and improve level of performance.

Recognition and appreciation are, ironically, under-appreciated and under-recognized. Most people who leave jobs do so because they don’t feel appreciated. Tom Rath, in his book, How Full is Your Bucket cites a poll that says more than 65% of Americans reported not having received recognition that year.  But, even good news must be conveyed in the right way or it can backfire.  And, just to make things a little trickier, “the right way” will vary.

I actively discourage employers and managers from generating competition among team players because competition removes the infrastructure behind effective teams.  Specifically, if competition is encouraged, trust, communication, and cooperation are not going to be at an all-time high. Not only that, but also a competitive environment promotes employees who focus on themselves rather than focusing on the bigger picture of helping the company they work for have its best year ever, and sabotage may ensue. Competition can work when the company’s goals and the employee’s goals are in alignment, but that alignment only adds one more uncontrollable variable.

Another variable that may cause recognition to backfire is people’s preference.  If they prefer private recognition, they may be upset by a big affair, whereas someone else may be offended if it is not a big affair.

Whatever the recognition, ensure that it is in alignment with the corporate strategic plan and culture, which can be amazingly effective and inexpensive.  For best results, recognition should be immediate, not held for a big event.  But if there is to be an award given at a big event, make sure the recipient knows.

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Successful Sales Leaders’ Most Important Qualities

Posted on September 27, 2010 by

What are the most important qualities for successful sales leaders of early stage companies?

In no particular order these are the most important qualities for successful leaders of early stage companies:

  1. “Whatever it takes” Spirit: When it comes to startups, people have to be willing to do a lot, on little or no notice, and with a pretty lean budget. They will likely be called upon to go beyond the official job description, so humility, flexibility, and humor are involved. Doing what needs to be done without being asked.
  2. Strategic thinking: Having a solid understanding of where the company wants to go and the ability to identify options and anticipate needs and possible challenges in advance, can save a lot of time and reduce frustration later. Identifying what needs to be done without being shown.
  3. Willingness to be vulnerable/transparent: Whether in front of colleagues or in front of clients, they must have the willingness and courage to say, “I don’t know” and to ask questions. Most early-stage companies have a pretty small, closely-knit team that spends a lot of time together, and that transparency and vulnerability helps cultivate the trust, commitment, and accountability that is important for teams. As a leader, in particular, this vulnerability also means letting go of tasks – being willing to delegate them, especially as growth occurs.
  4. Relatedness: The ability to connect with and relate to others in a way that inspires trust and reflects integrity. Listening with curiosity and openness. Communicating in a way that acknowledges the other parties and their perspectives.
  5. Persistence: Be willing to fall (or get knocked) down X times and get up X+1 times!
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Develop Leaders Throughout An Organization

Posted on September 14, 2010 by

Should we focus leadership development only on Managers or should we look throughout an organization?

When identifying people to attend leadership development, I would generally recommend looking throughout the organization. This is particularly true of organizations that prefer, or even specifically have it within their corporate plan and culture, to hire from within. The confidence, skills, and credibility for leadership can take time to establish, so the investment in leadership development early on helps to prepare people for their next step rather than overwhelming them with new material, responsibilities, and time out of the office at the same time.

Development can also help identify the people who are best suited for promotion to leadership, and is more cost-effective than putting a person in a position that is not a good match, at which point a lot more dynamics come into play.

Also, I know managers who have been offended by having to attend trainings or development sessions, saying, “I already know this ___!”, so the organization may get more benefit from sending people who do not necessarily hold the title of “manager” and who have a thirst for knowledge or advancement. In fact, depending on how the invitation is framed, it may be seen as a form of recognition, from which the organization may benefit as well.

Additionally, leadership is not exclusive to people who hold the title of “manager.” Leadership is really about the role being played, not the job title itself. People may, for example, have a role of mentoring new recruits or being a liaison between the company and its clients, and leadership qualities can be beneficial in either of those roles, among others.

And, in many cases, the best employees are the ones who go beyond their actual job title or description to do what is necessary to get the job done, which is a form of leadership. That may, actually, include taking on management roles when a person is out on vacation, in training, etc. There may be some situations in which you may want to look only at managers when considering people for leadership development:

  1. a training or session is specifically geared toward high-level executives
  2. the organization has newer managers who currently need, desire, and are open to the material.

Generally, though, I think leadership development offers enough benefits for organizations to open enrollment to more than managers.

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Improve Employee Morale

Posted on August 22, 2010 by

What one thing would you do to improve employee morale at your company?

People don’t need to have their way, but they do need to have their say. Anonymity is one of the clues of a disempowering job. So when I work with organizations, teams, etc, I make sure to open the lines of communication.

Different departments and people need to be involved in planning, to know they are part of something bigger. This helps reduce silos, and other non-productive or even competitive situations, and improves morale if handled well. Better yet, it opens up a lot more perspective, so the organization can gain more insight, ideas, etc. And, when information is shared going both ways, it helps to gain buy-in from the person – helps them understand why they are doing what they are doing, not just what they are doing.

Also, while we don’t need to know everything about everyone’s personal life, it can go a really long way to ask how a specific event in their personal life (eg. son/daughter sporting event, etc) went. Just taking a brief moment to reach out on a small, personal note goes a long way, too.

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